Archive for the ‘Hotpaper.com’ tag
On Friday, April 12, 2013, I attended the 2013 final presentations by teams competing in the Global Social Venture Competition.
I was invited by Jennifer Walske, Faculty Director of the Global Social Venture Competition. Walske moderated the question and answer session between the judges and the competitors. I paid for a ticket to attend the event, but at a reduced rate as a member of the press — USD $49.50 rather than $99.00. Thank you to the organizers for the discount.
This event was an all day affair, with keynotes, panels and even a debate. I arrived at 8am and left around 8pm.
This competition is the premier social venture competition in the world, and, according to the organizers, close to 650 teams from 37 countries competed. My friend Sara Olsen co-founded the competition while she was getting her MBA at the University of California Berkeley.
The morning keynote
Josh Nesbit, the CEO of Medic Mobile, gave one of the more uplifting keynotes I have heard in a while. I didn’t take notes so I am not prepared to summarize it, but he tells about a remarkable journey over the last four years or so where this non profit has improved the lives of tens of thousands of people in the developing world. The video of the talk should be posted to the Global Social Venture Competition website, or perhaps YouTube, by Friday, April 19, 2013, I’ve been told, so you’ll be able to watch it there. It’s well worth watching. I photographed Nesbit twice, and there is a more formal portrait of him at the bottom of this post.
The 6 final finalist teams
All 18 teams that traveled to Berkeley are finalists, and they all wore the same type of name badges. The 18 teams presented on Thursday, April 11, 2013, and the best 6 teams became what I will call the final finalists. In this post, I present short executive summaries of each of the 18 teams. This text was written by the teams themselves — I just copied it from the luxurious pamphlet distributed at the event. Normally, I place such text in quotes, but since this text compromises so much of this post, I am telling you here that the summaries are text I did not write.
The teams that advanced to the concluding round of judging are:
1st place winner of USD $25,000; Blum Center for Developing Economies Peoples’ Choice Award of $1,500 — from the country Burkina Faso
According to the World Health Organization (WHO), about half of the world population is still at risk of contracting malaria. In 2010, among 219 million people affected, there were 660,000 deaths, of which 91% were in Africa where malaria remains the leading cause of death. Particularly vulnerable individuals are pregnant women, children under 5 and HIV patients. Considering this alarming report, Moctar Dembele and Gérard Niyondiko, two students from 2iE Foundation, have found an innovative solution through the project Faso Soap. The “soap of Faso” offers an innovative solution for the prevention of malaria, which takes into account financial constraints and cultural habits of African families. The company will produce and market both antibacterial and anti-mosquito soaps made with 100% local resources to integrate prevention against malaria in the daily lives of people most affected by this scourge. Faso Soap: “The action of a group, the future of an entire nation.”
Carbon Roots International
2nd place winner of USD $15,000 — Haiti
Carbon Roots International (CRI) started as an idea to explore the potential of carbon-rich char as a tool for international development. The idea evolved from a chain of emails between three friends, to meetings over lunch, to a trip to rural Haiti in 2010. Upon returning to the United States, CRI’s three co-founders established the organization to enable the adoption of char technologies in Haiti. CRI’s work served as the basis for co-founder Ryan Delaney’s Master’s thesis at Arizona State University’s School of Sustainability, and compelled another co-founder, Hannah Erickson, to pursue a graduate degree at the University of Michigan’s School of Natural Resources and Environment. After several years of refining technology and testing solutions, CRI has produced a feasible, scalable business plan that addresses two overlapping issues—charcoal fuel use and low agricultural productivity—which converge in Haiti, but are endemic throughout the developing world.
I guessed correctly that Carbon Roots would win 2nd place. I really like this company, which makes ‘green’ charcoal briquets out of agricultural waste, like sugar cane waste. The briquets look like small hockey pucks, and apparently burn as well as charcoal made from trees. Deforestation is a large problem, so Carbon Roots has the potential to help the planet on a meaningful scale.
3rd place winner of $7,500 — United States of America
PulpWorks: The planet is choking in garbage – toxic, enduring waste. And the single worst culprit is packaging – thirteen bathtubs full per year for each person on the planet; in the U.S. alone, 31 million tons of plastic waste was generated last year. PVC is the world’s leading toxic packaging material. Consumer packaged goods companies are seeking a cost-effective, sustainable replacement for their current unsustainable PVC packaging. To address this crisis, PulpWorks has created a compostable, all-pulp-and-paper alternative to toxic plastic (PVC) blister packaging. Our patent-pending package is, in essence, the “un-blister”. It showcases products in the same manner as traditional blister packs, but, rather than ending up in a landfill, the entire package can be composted after opening. Increasing consumer and regulatory pressure will eventually remove PVC from the marketplace. As designers and manufacturers of eco-friendly packaging, PulpWorks will reap the rewards of this marketplace shift.
This company has developed a way to turn paper pulp into appealing compostable packaging. The containers they showed me have a texture that is similar to cardboard egg cartons. The three presenters got a laugh out of the crowd when they said between the three of them they have 100 years of experience in business. I like this product, and I hope they succeed. Fortunately, the CEO, Paul Tasner, pictured above and individually below, has decades of experience in the packaging industry, and as a result, he has been able to get meetings with household name companies like Clorox.
The PulpWorks team traveled to the competition finals on Bart, the commuter train system in the San Francisco Bay Area, where the University of California is located.
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck. The pipelines have fewer connections, which decreases labor hours during installation and allows the pipelines to be in operation faster than is possible if using conventional infrastructure technology. The patent-pending helicopter installations method also allows for TOHL to access remote areas that previously could not be reached, which is significant, because valuable water sources are often inaccessible. Lastly, TOHL’s technology also offers the service of pipeline removal and re-use, when the pipeline is only needed for temporary applications. The tubing is re-spooled and recycled for other projects saving money and resources.
This is the team I thought would win 1st place. Drinking dirty water either kills or makes ill countless numbers of people. This company can install a flexible water hose by flying a helicopter from a source of clean water to where water is needed. Often, their services are needed after a natural disaster like an earthquake. It could take months to repair a permanent underground pipe that serves an area damaged in a quake. TOHL can install a pipe overground in minutes once everything’s set up. The technology is not new, as I learned the oil exploration industry has been using the technique for years to bring water to their drilling rigs that are often out of reach of conventional plumbing. What’s new with TOHL is their specialization on emergency installations. They have developed expertise working with local governments to get the necessary permits and easements, a process I suspect is so difficult that it will discourage cheap copycats from competing with their company. The company’s first efforts have been in Chile, most likely because they received startup financing and support as part of the well known Startup Chile program.
The TOHL team is operating with real paying customers. The team showed an impressive video where their rented helicopter drops down tubing from a giant spool that hangs below the aircraft like a water container on a fire fighting helicopter. The TOHL helicopter showed tubing can be set down even on the tops of trees — flat or smooth ground is not required.
If the tubing is made unnecessary after some months, perhaps by the broken underground pipes being restored, the tubing can be reeled back onto the spool for reuse elsewhere.
Amazingly, the tubing can handle being outside for 25 years.
Founders Benjamin Cohen and Travis Horsley were impressive, and I spent perhaps half an hour hearing about their exciting venture. I wish them well.
The TOHL team studied at the Georgia Institute of Technology (Georgia Tech), one of the 9 partner schools that together stage the Global Social Venture Competition. Each school sends a representative that works for the institution to the global finals. Georgia Tech sent Dori Pap, the Assistant Director of the Institute for Leadership and Entrepreneurship, pictured above with the TOHL team.
Reel Gardening is a manufacturing company that aims to make gardening simple. Its main product is a biodegradable strip that encases organic fertilizer and open pollinated seed at the correct depth in the soil, and the correct distance apart. Reel Gardening indicates where each plant will sprout allowing for watering to be localized, enabling a saving of 80% water in the germination phase. The strip also helps restore soil fertility as the paper breaks down and the vegetable based inks and organic fertilizer seep into the soil. The Reel Gardening team is made up of Claire Reid (Inventor and Founder), Sean Blanckenberg (Director at Reel Gardening), Emily Jones (Project Manager at Reel Gardening), Greg Macfarlane (Financial Advisor) and Dianna Moore (Business Advisor).
CSA Munching Box
CSA Munching Box is a community-supported agriculture (CSA) program providing weekly subscription-based delivery of seasonal, organic fresh fruit and vegetables direct from the farms to customers’ doorsteps and bringing the customers closer to our farmer networks in rural areas. We also serve as a distribution platform linking artisanal food producers to the urban market. Additionally, CSA Munching Box brings positive social impacts to its partners. We also use packaging made from recycled materials as well as deliver our products via bicycle couriers to reduce carbon footprint. The primary target customer group is the health-conscious and discerning consumers in major cities across Thailand. This group tends to have more knowledge about CSA, appreciates the concept, and possesses higher purchasing power.
The 12 finalist teams
Eighteen teams traveled to Berkeley for the final two rounds of the competition. On Thursday, April 11, 2013, six teams advanced to the concluding round of judging. The twelve teams that did not advance each got to deliver their pitch to all the attendees. The 12 finalists are:
The low income families in the world’s cold regions suffer not only from cold weather but also from problems such as fuel costs, illness, and pollution due to their outdated, inefficient stove heating system. AtRium addresses these socio-economic and environmental issues through an affordable heat absorber, G-saver, which is developed based on appropriate technology. Our primary target is Mongolian households living in a “Ger.” Later we will expand to other cold regions such as Inner Mongolia and Kazakhstan, and also to developed countries with our technology. Built on a consortium among Good Neighbors (NGO), Good Sharing (Social Venture), and Korea Advanced Institute of Science and Technology (Academia), we aim to contribute to building a sustainable ecosystem that balances economic and social values by pursuing sustainable profit generation, improving the quality of life of low income families, protecting the environment, and developing local economy in cold regions.
BrainControl is a breakthrough technology that gives disabled people the power to control objects with their minds, allowing them to control a communicator, domotic devices (lights, doors, windows, alarms, temperature, bed position, etc.), wheelchairs, and other assistive technologies. Based on a proprietary Brain-Computer Interfaces technology (BCI), BrainControl interprets the electric map that correspond to certain brain activity and allows patients to control a tablet PC through specific thoughts, overcoming physical disability, and improving communication and environmental control. The focus is on assistive applications for people affected by degenerative neuromuscular disease (multiple sclerosis, amyotrophic lateral sclerosis – ALS) and ischemic or traumatic injury, which each year affects more than 3 million patients. BrainControl is the world’s first assistive technology that is usable by people who cannot move any muscles or communicate, but who are consciously aware, a state called “locked-in” or “apparent coma”.
United States of America / India
Essmart: Millions of people have unmet essential needs, such as clean water and safe, reliable lighting. Hundreds of essential technologies that meet these needs already exist, such as non-electric water filters and affordable off-grid solar lanterns. However, these technologies are not reaching the people they were designed to benefit. Essmart builds an essential marketplace for these products in places where people already shop – their local retail shops – so that everyone can access them.
E-Lamp is an intelligent lighting control system. It can adjust the color and brightness level of the LED light source by remote control using a mobile device. It can be used in agriculture: as the population of the world continues to grow, more food and crops are needed. As plants at different growth stages require specific spectral and wavelength, production could be sped up using E-Lamp’s adjustment of light intensity and spectral wavelength. The mobile device remote control can be used in agricultural greenhouses to centralize control of E-Lamp equipment in a single region or multiple regions to make the management more convenient. E-Lamp also can be used to improve disabled people’s daily life, allowing them to easily control the light and adjust the color to match their mood, even for psychological treatment.
We at Damascus Fortune not only clean the planet, but have made the whole carbon conversion process profitable. We sequester carbon from carbon emitting industries and convert it into one of the strongest materials known to man – carbon nanotubes, carbon fibers and carbon nanorods. Our products are ultra-low cost as we use the waste emission and heat from the industry itself. We wish to start a composite manufacturing plant from in-house manufactured carbon structures to cater to automobile, aircraft, construction and other industries. We are seeking support to scale into new markets globally.
In Burkina Faso, households still rely on firewood for 90% of their energy consumption, thus contributing to irreversibly damaging their forest ecosystems. Toxic fumes from burning wood are harmful for people and issues faced in supplying fuel (for cooking and lighting) are a precariousness factor, particularly for women. Solutions do exist but remain out of reach for the most vulnerable populations. Nafa Naana – which means “gains made easy” in local language – mission is to make clean and affordable energy products (energy-efficient stove, gas stove, solar lamps…) available to even the poorest households. The distribution channels are based on retailers operating as social microfranchisees and on direct sales to women’s groups. Financial barriers – for end-users, retailers and producers – are removed through the use of microcredit and savings mechanisms.
Jorsey Ashbel Farms
Center for Responsible Business Quick Pitch Award of USD $1,000 — Nigeria
Jorsey Ashbel Farms (JAF) is an unconventional livestock farm pioneering a groundbreaking approach to tackling the poverty problem of Protein-Energy Malnutrition, which affects millions of disadvantaged children and women. JAF produces Nigeria’s cheapest livestock products using an innovative, scientifically proven, low-cost livestock feed production technique combined with an innovative deployment strategy.
Meme B. Ortis in my mind really deserved this award. He was the most intense and passionate of all the 18 speakers. You can see his energy in the picture of him just above. He was constantly using his hands to make his point, and his voice was powerful and resonant. I was so happy I got to meet Ortis to photograph him.
We had a great conversation about those pesky emails everyone receives asking for help moving millions of dollars for a percentage. He said he has several of them in his email box right now. I shared with him the story of a guy that turned the tables on the spammers by getting them to write out in longhand one of the Harry Potter books. He had not heard about that reverse scam. If you haven’t heard about it either, I promise you’ll enjoy the story.
Here’s the summary: a guy gets a scam email and replies he’s too busy to help because he’s busy providing handwriting samples at $100 a page to improve a company’s handwriting recognition software. Soon, the scammer is asking to join in providing samples, and he ends up writing out with a pen the text of a 293 page novel, hoping to collect tens of thousands of dollars. Of course, he never is paid for his work, which is retribution for him scamming others out of their money via his emails.
From the summary written by the team, you wouldn’t guess what they really do, which is fascinating.
There is protein rich food inside a mango seed. The company opens the seeds, which apparently are not costly and are plentiful, and extracts the presumably mushy contents. That contents are so acidic it will kill chickens that eat it directly, but Jorsey Ashbel Farms has developed a method to process the extract so that chickens can safely and productively eat it. Even though this sounds like a lot of trouble, I learned there is a big cost savings versus feeding chickens corn. JAF runs a farm where they grow mangos and raise 10,000 chickens, in harmony. I would love to visit their operation to see this wonderful sounding operation first hand.
I forgot to tell the founders that I raise four chickens for eggs in my backyard in San Francisco. My chickens eat chicken feed from a bag, not mangos, however.
Ortis’ co-founder Ashbel Ayuba, pictured in the portrait section below, was the most stylishly dressed of the competitors, and had on a pair of highly polished green leather shoes made from the hide of an animal I could not identify. They looked like something rock star Prince would wear. In the early 1990s I saw Prince hanging out as a regular customer in the trendy nightclub Les Bains in Paris, France, and he had on some similarly wild boots, which matched his pants, which matched his coat with tails. He carried a golden walking stick, and had beefy bodyguards on either side, but nobody paid him any attention, as I don’t think he was famous yet in Paris. I told my French friends the next morning that I had seen Prince, and not one of them knew of him. I was ten feet from Prince dancing for an hour, so I am 100% certain it was Prince.
I stopped Ayuba on the stairs and asked to photograph him before I even knew what company he was part of — I just love his look and attitude. I told him he looked like what I would imagine an African James Bond would look like. He enthusiastically pumped his fist in the air and said ‘YEAH!!!’
I love being a photographer.
WOOF is a premium fashion brand producing elegant, yet quirky and fun fashion accessories. What makes us different is that our line of goods is produced by Chiengora (dog hair). WOOF’s raw material is collected from various grooming stores and animal welfare organizations. The grooming division of our current NGO partner, the Society for the Prevention of Cruelty to Animals (SPCA), provides over 60% of the dog hair raw material for WOOF production. WOOF ensures that all our sources of material are 100% animal-friendly. WOOF production is a technology innovation. We are currently co-developing the machine spinning technology with our academic partner, the Institute of Textile and Clothing (ITC) from the Poly University of Hong Kong. Through fashion, WOOF aims to change attitudes towards animals. We aim to do this through two means: 1) reducing animal surrenders and increasing animal adoptions, and 2) improving the living conditions of animals.
Wedu catalyzes the next generation of local female leaders by providing innovative financing options for university and the lifelong support of mentors. We create a sustainable and positive cycle of development by identifying girls committed to local issues; investing in their education; mentoring them to lead and creating incentives for them to repay the funds to serve more girls. We envision a world where people from the most underprivileged backgrounds have the tools to change their lives and their home country by being masters of their own development. We started operations in Cambodia and Myanmar, built partnerships from the U.S. to Japan, united a league of extraordinary advisers and mentors from the Acumen Fund, Husk Power Systems, Unreasonable Institute and beyond. Wedu is Social Enterprise Startup of 2012 at Cambridge University, GSVC-SEA Winner, Semi-Finalist for the Echoing Green Fellowship and in the Top 10 Global Solution Award at Women Deliver 2013.
Vi-Care is a one-of-a-kind company in India, and is on its way to formation to provide a low cost solution to address the problem of high infant mortality due to pneumonia in rural India. Vi-Care focuses on implementing a cost effective solution for the timely detection of pneumonia in infants, keeping in mind the lack of healthcare infrastructure in rural areas. Vi-Care’s solution involves the use of ubiquitous mobile phones to detect pneumonia in infants. Vi-Care provides a unique diagnostic application (i-Treat) capable of performing preliminary but informative diagnosis of pneumonia without requiring any external infrastructure or expert intervention, thereby greatly improving the chances of survival of infants in rural areas. The value proposition of Vi-Care rests upon providing an unrivaled, cost-effective approach to timely detect pneumonia in low-income, rural areas, keeping in mind the financial constraints of the people.
Sunshine Library Rural Digital Education Initiative (Sunshine Library) is a social venture seeking to improve rural education in China via modern technology. We aim to provide a comprehensive education solution to under-resourced, rural schools using specially designed tablet PCs. Sunshine Library does not only provide tablet PCs for under-resourced schools, nor do we place our volunteer teachers in rural schools. Leveraging information technology, we provide an integrated solution with a sustainable model of operation. We designed a tablet PC, the Sunbook, and educational apps customized to the needs of students, teachers, and schools in rural setting. Then, we deliver the tablets with Internet access to rural students, new teaching methods to teachers, and extensive educational resources to schools, hoping to eliminate education inequity. Now, we have provided 2,000 tablets for students and teachers in 4 rural schools in western China.
Pedius is a communication system helping deaf people to make normal phone calls, using voice recognition technologies and speech synthesis. Pedius’ users can call all emergency numbers for free, as well as all partner companies supporting our accessibility program who agree to pay a fee and provide users a toll free access number. Users can also call private numbers, paying an affordable fee comparable to what is offered by VoIP communication providers. The goal of Pedius is the reduction of communication barriers for deaf people, enabling phone services for all and at the same time increasing the visibility of our accessibility partner companies.
I like this company. It turns out the founders know my friend Dan Luis, who used to be CEO for years at Purple, the company that bought my first Internet startup Hotpaper.com, Inc. Purple is in roughly the same business as Pedius, but Purple uses people to bridge connections between parties, while Pedius uses software.
The panels and debates
As I mentioned above, this event filled a day. There were panels and debates on social entrepreneurship. I stepped in briefly to take some pictures, but sadly, I did not have time to watch the events, with the exception of the morning keynote. I was busy either photographing or rounding up the subjects nearly all day.
I took all the pictures that illustrate this blog post. I like very much to photograph people, and entrepreneurs are among my favorite subjects. I asked all of the subjects you see here for permission to photograph them, with the exception of the shot with Dean Rich Lyons, which I captured by standing alongside the official paid photographer, my longtime friend Bruce Cook. He set that shot up, and I simply asked the subjects to look at my camera after Cook was done getting his shots.
I took individual photographs of some of the founders, and I present those images to conclude this post. I gave permission to the subjects for them to use the pictures, so I hope to see these images on their websites and elsewhere around the web. Thank you to all the subjects for being so patient with me to get these results.
I used my Canon 5D Mark II camera to take these pictures. The group shots were taken with a Canon 50mm macro lens. The individual shots were taken with a Canon 80-200mm f:2.8 L zoom lens. The wide shots were taken with a Canon 16-35mm f:2.8 L zoom lens. I upload pictures to this blog at camera resolution of 21 megapixels. Click on the pictures to load the full size versions, which are larger than the versions you see by default. I pursue blogging and photography as a hobby.
I am sorry I could not photograph everyone. I would have liked to photograph all 18 teams properly, like I do when I attend the 500 Startups Demo Days.
I really enjoyed this event. It was exciting to meet people from around the world. I invite everyone I met, if allowed in your country, to friend me on Facebook so we may stay in touch. Thanks and good luck!
To my knowledge, in the United States it is illegal to record conversations unless you have permission of the parties you’re recording. I believe the rules are more lax in some jurisdictions, but those exceptions are not that helpful if one wants to record a phone conversation with a company representative, because call centers are so dispersed over the planet. A representative could be anywhere.
I think United States Federal law should be changed to specifically permit consumers to record conversations they have with employees and other representatives of companies. Nothing stops me from asking for permission today, but I have never been granted permission when I have asked, so that’s why the law should be changed.
Companies routinely give themselves the right to record calls, so they should understand why a consumer would also want to have that ability.
I came to my recommendation January 29, 2013, after I had a frustrating conversation that day with Brian G., a supervisor at Godaddy, the Internet domain name giant. Brian’s email address is email@example.com. Brian refused to give me his last name, citing a Godaddy security policy.
On or around December 14, 2012, I learned a domain I’ve been wanting for a dozen plus years was in ‘redemption.’ This means the prior owner didn’t pay to renew it, so the registrar placed the name into redemption, a kind of holding place for domain names before they are eventually released to the public for purchase.
My heart raced. I was going to finally be able to reacquire the Hotpaper.com domain. I sold the name in 2000. My first reaction was to write to my friend Dan Luis and ask if I could pay the redemption fee to Purple, the company I sold the name to a dozen years ago, so they could retrieve the name from redemption status. This would then give Purple the right to transfer the name to me.
But after I composed the email to Luis, who I have been in touch with as recently as 2012, I decided to run this idea past GoDaddy, which was the registrar for Hotpaper.com.
I told the representative about my connection with Purple and proposed doing what I just outlined. The representative then advised me to not bother, and just sign up for GoDaddy’s Domain Name Backorder service, which cost about USD $20.00 and included a full year of registration. This made the cost for getting the domain about $8.00, which is just 1/10th what it would have cost me to pay Purple to get the domain out of redemption status.
The representative told me that since GoDaddy was the registrar for Hotpaper.com that they would be able to get the domain name for me through their backorder service. He said that if Hotpaper.com had been with another registrar then they would have had to fight to try to get the name. The representative assured me multiple times that in this situation their backorder service was a sure thing. Not once did he even hint that I would be rolling the dice. Had he alerted me that I was speculating, I would have hung up and pursued the sure thing of contacting Luis.
Either Luis would have redeemed the name for Purple to hold on to, or he would have allowed me to redeem it through Purple. Luis would not have ignored me and let the name hit the open market — he’s my friend, and even though we haven’t seen each other in ages, we share a bond, for we both sold our companies to the company that is now Purple. Why am I so sure of this? Luis is the one that keeps our association alive by saying hello to me from time to time, not the other way around. I believe Luis respects me and does not want to upset me, so he would not take an adverse position, especially on something like this that is of no consequence to Purple, since they retired the Hotpaper name around a decade ago.
I would have been fine had Luis redeemed the name and had Purple hold on to it for decades to come. My desire is for the name to not fall into third party hands, so it was great that Purple paid the registration on the name for so long after they stopped using it. I saved over USD $100 over the last decade thanks to the kindness of Purple. Thank you.
I have explained to GoDaddy that their representative promised to get me the Hotpaper.com domain and failed, and to fix this failure they need to buy the domain and give it to me for the backorder fee I paid. This is a case of an employee being insufficiently skilled and trained, and their failure led to this sad result. GoDaddy the company is at fault, I believe. Yes, there may be some fine print somewhere on the GoDaddy website explaining the backorder process is akin to gambling, but GoDaddy’s sales representative negated that fine print.
I believe I was behaving reasonably when I took the word of the GoDaddy representative.
I figured that GoDaddy would have an advantage in ‘catching’ domain names dropping from their registry in the same way that high speed Wall Street traders benefit from extremely close proximity to stock exchange computers, so much so that high speed traders rent space in premium Wall Street colocation space to get faster connection times, since the speed of electricity is only so fast.
I have never bought a domain through a name catching service, so I was not an expert when I placed the order. But I felt the representative I ordered through knew what he was talking about, because he was so articulate, well spoken and because his explanation of why GoDaddy would definitely get the name sounded technically and practically believable.
If I had recorded that conversation, I believe GoDaddy would buy Hotpaper.com on the open market and give it to me for the backorder fee I have already paid. The conversation was so crystal clear and frankly damning that GoDaddy would not want to risk the recording and this story hitting the front page of Reddit, where I predict GoDaddy would have taken a beating from the readers of that news site.
This domain issue is of little importance. I survived a dozen years without the domain, and I’ll be fine without it for the next dozen or three dozen years. I have Hotpaper.net if I ever want to do anything Hotpaper related in the future.
The right for consumers to record calls with businesses, without notice, however, is a right US residents should have. There are so many business that will only correspond with customers over the phone. All banks I know are like this, and will simply not engage a customer by writing emails or letters back and forth. If you try to send a letter, often you’ll get a letter back asking you to phone. Banks I am sure force business to be conducted by phone because they know there will not be a record the customer can keep and refer to or publicize if the customer is mistreated.
Customers need to be able to believe what they’re told by company representatives, which, sadly, is a bigger and more difficult issue. I appreciate and recognize that I should have independently verified by reading the fine print on the GoDaddy website what the representative told me. I didn’t do it because the representative was so confident and self assured, and because the stakes were not material. Frankly, I’ll save hundreds of dollars over the years by not having to pay to keep the Hotpaper.com domain for myself, so you can even say GoDaddy did me a favor by the failure of their representative to explain how their backorder service works.
Companies should do the right thing by their customers when their representative makes such an obvious and glaring error. If a car dealer sells you a lemon, they’ll have to buy it back from you. If a doctor amputates the wrong limb, they’ll pay you plenty. If a lawyer drops the ball and forgets a filing deadline and you lose your case as a result, she’ll pay you.
Here we have a salesperson that sold me a product by misinforming me about its most important workings — whether intentional or not is irrelevant. This strikes me as fraud, though I am not a lawyer. GoDaddy should fix this apparent fraud by buying the domain and delivering it to me.
While researching this story, I found the website Anti GoDaddy, which collects GoDaddy horror stories from consumers. I posted a screen shot of this site’s home page at the top of this article. Notice the reach of GoDaddy — the embedded advertisement near the top of the page is for GoDaddy.
If this domain had been really important to me, I would have not handled the matter so casually. On a scale of 1 to 10, the Hotpaper.com domain ranks a 0.1. Note that I have not linked to the domain so as to not give traffic to the domain name speculator that ended up acquiring the name. The last time I checked, which was just once, there was a generic page offering to sell the domain.
The US Federal government should allow recording of conversations by consumers with businesses to reduce the harm that comes from currently insufficiently documented conversations. I suspect there are thousands of people that lost their homes in recent years because a bank told them verbally not to worry about their loan modification delays, but then foreclosed anyway. Had those promises been recorded by the consumers, the banks may have not been so quick to make promises they couldn’t respect, and homeowners could have pursued other options with more awareness of their true situations. The ramifications of only the business being able to record conversations are likely widespread and quite substantial, in every field, with every size business. It’s simply not fair to let only one party avail themselves of voice recording technology. Society would not stand for lopsided court reporting during trials, where the transcription was for the benefit of only the defendant or only the plaintiff. Why does society permit injustice with documentation outside the courtroom?
Laws need to change. I don’t know about the laws outside the United States, but I suspect this post applies to most of the planet.
I write this blog post today, January 31, 2013, with sadness.
Jody Sherman, a rambunctious, ambitious and complex entrepreneur, husband, investor and mentor, died Monday, January 27, 2013. I learned about Sherman’s passing on Tuesday, the day after, and I had trouble sleeping that night.
Jody Sherman’s death moved me.
I learned about Sherman’s death from my friends on Facebook.
Much has been written about Jody Sherman this week, and I understand why.
Jody Sherman was simply a character — a very memorable and lovable character.
My association with Sherman was brief yet meaningful and intense.
In late 1998 or early 1999, I was gearing up to raise money for Document Automation Systems, LLC, my startup at the time. I later renamed it Hotpaper.com, Inc.
I met Jody Sherman by chance.
Jody Sherman was the seller.
At the time he worked at BuyDirect, an earlier e-commerce pioneer that would later be sold for USD $140M. Sherman’s office was on the waterfront near Pier 39 in San Francisco, California, USA.
My Internet company was tiny, but I had an impressive customer list — Coca Cola, Intel and the US Marine Corps, among dozens of similarly well known organizations. My company’s revenue was tiny, but I had big plans for growth.
I was sitting in Sherman’s office getting ready to hand him the cash for the stylish stereo deck, shown above.
In his office, Sherman appeared to be working at an energetic pace, doing deals for his employer, where he was vice president of business development.
Sherman asked me what I did, and that query prompted me to give my well oiled elevator pitch. At the time, I had no idea who Sherman was — I had not typed his name into Alta Vista, the dominate search engine of the day.
While I was still pitching, Sherman tapped his keyboard and visited my company’s website and drafted a document from a template. Hotpaper was the first LegalZoom or RocketLawyer. Hotpaper created legal documents by asking users questions to then build a custom document on the server, in Microsoft Word format.
Talk about my company quickly dominated the rest of my few minutes with Sherman that day, yet I did pay for and collect the Bang and Olufsen deck for Lin.
Later, Sherman offered to help me raise financing to expand my company. He suggested I raise USD $500,000, which he said he would help me raise by getting ten of his friends to put in $50,000 each.
Sherman drove a BMW Z3 at the time, and I vividly remember him picking me up at my office at The Russ Building in San Francisco so I could introduce him to my lawyer Eric Jensen, in Palo Alto. I had never been in a Z3 and I was impressed — Sherman had a flair about him to be sure.
I concluded that Sherman was likely correct when he confidently said he could round up ten of his friends to allow my company to close a $500K angel round.
I never closed that round, because Sherman asked for a finder’s fee that I found objectionable — he asked for ‘non diluting’ stock among other things. I was shocked when he fell silent for several long seconds, got up and walked out of my office without a word when I asked him about the non diluting stock he was asking for. Sherman was the first and only person to walk out of a meeting with me. It rattled me.
Even though no transaction happened, I am still grateful to have met Jody Sherman, for he spurred me to greater accomplishment.
This agitation I felt in retrospect was fantastic for me.
I was mad Sherman had walked out on my deal.
I wanted to show Sherman that I was a talented entrepreneur. I wanted to show my (now late) friend Stan Pasternak, who rented my company an office in his suite, and who saw Sherman walk out on me, that I was a talented entrepreneur.
In June, 1999, my company closed a $2M round from two venture capital firms and some angels. The only fee I paid was to attend a ‘meet an venture capitalist’ event put on in part by my friend Tom Cervantez, which cost me $75. I met Redleaf Venture Management venture capitalist Robert von Goeben there, and he introduced me to Bob Bozeman, the partner at Angel Investors LP that agreed to put in 5% of the round.
Sherman deserved to profit from his advice and expertise. Had he asked for common stock with standard vesting terms, instead of what he asked for, I probably would have brought him on board as an advisor, since he represented the best chance I had at the time to get my company funded.
I still don’t know why Sherman didn’t negotiate with me instead of walking out, and sadly, now, I will never know.
I should point out that Sherman did well by walking out, because the investors I ultimately raised money from lost most of their money they invested in Hotpaper in the aftermath of the Internet bust in 2000, after I sold Hotpaper.
I wrote this post to give Jody Sherman credit for his small but important role in my life.
I knew him perhaps a month, from start to finish, yet Jody Sherman moved me to write this post a dozen years later.
It has been reported that Jody Sherman took his own life. I feel so bad for Sherman and his wife, family, employees and friends.
Life as a startup CEO is extremely challenging. There are unbelievable highs and lows, far more dramatic than what I experienced as an employee, and I’ve had some interesting experiences as an employee, including getting suspended for insubordination and laid off because my job was eliminated.
Sherman raised millions of dollars for his latest Internet company EcoMom. The pressure must have been intense, particularly because it appears lots of the money came from his wealthy and connected friends. I know nothing of the details of the pressures Sherman was under at work or elsewhere.
Depression is an insidious illness, because it can cripple.
One could argue that I suffer from depression, and that’s why I am not running a company or doing anything substantial in life right now, despite my having days of tremendous enthusiasm to change the world. Overall, I am happy and optimistic, but when I consider my age and that I haven’t started a family yet, I am sad. I worry my time for a family has already irrevocably passed.
Don’t worry though, I am not going to kill myself.
I have been close to people that suffer from depression, and in one case, I had to cut ties so as not to risk substantive harm to myself, the situation got so intense. Sherman’s widow Kerri must be feeling crushing pain, and my heart goes out to her, even though I have never met her.
When I learn of a suicide by someone I knew, even if only in passing, like Ilya Zhitomirskiy, I get emotional and have trouble sleeping. I battle with myself over what, if anything, I should do about the people I know that are depressed. Should I tell their parents? Should I tell their close friends? Should I mind my own business? Should I speak to the people themselves, even those I cut contact with? I have cut contact with many people, especially in the last six months, as I continue to recreate myself into a more vibrant contributing citizen, but by doing so, my burden over what to do increases.
Mark Suster, a partner at the venture capital firm GRP Partners knew Jody Sherman well, and two days ago, on January 29, 2013, Suster wrote on his great blog an amazing goodbye to Sherman. Suster colorfully describes Sherman just how I remember him — as shown here from Suster’s goodby post:
“I remember when we met years ago. I think Michael Kantor introduced us. You were pitching me an online business selling other people’s baby food. I told you what a dumb idea it was.
You came back. You had a new plan. You had renegotiated your way out of that agreement. Now you wanted to merge with a broader-based business and sell all products. You got to keep the name of the new company – ecomom. You were so proud of that name and what it stood for. You wanted good in the world.
And in turn the world wanted good for you. But the world made you fight for it. And I did, too.
I told you to go away again, you crazy, wiry, non-stop pitching fool.
What? You back again? Who let you in here? Oh, you want to tell me about how your business is now scaling? You have repeat orders and high gross margins? Go away, I say! It’s mom stuff. We didn’t do so well in that category in the past.
Review your deck? Ok, Jody. You sure do push the envelope. But I kinda like your chutzpah. Sure, bro. Come on in. But … could you button up the shirt a couple more notches when you come to my office? I think you might have scared a few folks last time. Ha, just kidding. No, seriously. Just one more button.
Wow. Your deck looks great. Are those growth numbers real? Impressive. No. No I can’t meet for breakfast. I don’t think we can fund in that category, Jody.
Ok. I’ll have the egg-white burrito. I have to eat something healthy around you or I’ll feel guilty. Is it true that you have 3% body fat? I know, I know. I shouldn’t eat the carbs. But this is Lemon Moon – at least we know it’s healthy.
Fine. Fine. I’ll write you an angel check, then. As long as you promise to stop pitching me! Yes, Jody. I really believe in you. I always did. But when I got home and I told my wife that I had just committed $25,000 that she should just consider it a mitzvah. I didn’t so much want to see a baby products company make money as I wanted to see you succeed. You had some magic dust.
Ok, Jody. We have to have a heart-to-heart. You gotta stop pitching Sand Hill Road VCs. Look at their entrepreneurs – they are 28, computer programmers and they went to Harvard or Stanford. Now go look in a mirror. You have “weird hair.” Yes. weird hair. My cousin calls it JewFro. And you have it. And instead of hiding it you wear it Kramer style just to scare people. I think you like looking at them looking at you. Don’t you? Focus on raising money from outsiders. From people eschewed by the typical system. Raise money from underdogs like you.
You told me that was some of the most honest and best advice you had ever gotten. That most people were too scared to say that to you. And raise money you did. Millions of it.”
Suster simply brought Jody Sherman to life with this above passage, so much so that tears came to my eyes as I write this.
Jody Sherman was a hustler and a good soul. I can only imagine how many thousands of entrepreneurs he helped over his 47 years of exciting life. I pray that he rests in peace, and that his loved ones find comfort in the outpouring of sweet thoughts that have been expressed since his too early death.
Life is so precious and short.
Please do not take your own life, dear readers.
I met with startup advisor John Matthesen, mentor to HARBO Technologies in the 2012 UC Berkeley Startup Competition
I enjoy blogging.
I am enjoying it more all the time for it affords me the opportunity to sit down and talk with interesting people.
When I covered the Berkeley Startup Competition (prior to 2012 known as The Berkeley Business Plan Competition) on April 26, 2012, I introduced myself to John Matthesen. Matthesen was assigned this year to mentor HARBO Technologies, which won the Energy and Clean Tech (archived version for use if previous link breaks in the future — 2012 Berkeley Startup Competition winners list) track of the competition with its innovative system to greatly reduce the environmental impact of oil spills in bodies of water.
I met Matthesen while I was waiting in line to introduce myself to HARBO’s CEO Boaz Ur.
I told both Ur and Metthesen that I’d like to interview HARBO for my blog. Since HARBO has invented new technology, they’re not yet ready for press coverage, as they’re still working on the legal issues, Matthesen explained by email. But he said I could interview him individually so long as we didn’t discuss HARBO. Matthesen struck me as an interesting guy I should meet in any event, so I took him up on his offer.
I met John Matthesen for coffee at the trendy ZEB Cafe at the University of California Berkeley Law School at 2745 Bancroft Way, Berkeley, California USA. According to Matthesen’s website for his company Related Concepts, he helps companies with interim management, qualitative customer research, business process development, team building and coaching, and finally, board of directors / advisory boards. I confined my questions to his background and his work as a mentor.
We jumped around to a lot of topics, never really finding a theme for this post — it didn’t seem right to talk about the past companies he’s mentored for the Berkeley Startup Competition without getting the permission from those teams.
I do feel comfortable saying that two years ago Matthesen was mentor to the winner of the 2010 Products & Services Track, BrightSense, which, according the Berkeley competition’s website:
“… uses a novel patent-pending drug delivery technology to design customized whitening strips with peroxide dosages optimized for each user’s teeth.”
There is more information about BrightSense in the University of California 2010 Berkeley Business Plan Competition booklet.
Matthesen has been fortunate to advise two winning teams.
Matthesen was an early employee at Sybase, one of the early pioneers in the database market. Microsoft licensed Sybase to form the basis of Microsoft SQL Server, still Microsoft’s sole enterprise database product. Matthesen had worked in Information Technology role at a hotel in Hawaii, and the hours were brutal. The hours Sybase told its new hires they would be expected to work were long as well, but less intense that what he endured in Hawaii. Matthesen intended to stay at Sybase just 6 months, but instead stayed for 7 years, through their initial public offering of stock. Sybase today is owned by SAP.
After Sybase, Matthesen went to Commerce One, early enough to ride the first dot com boom up to its height, and for long enough to witness the carnage of the boom’s aftermath — another seven years.
After 14 years of intensity at Sybase and Commerce One, Matthesen was ready for a break, so he turned down an early job at Google, which sadly presumably cost him millions of dollars. Ouch!
I asked Mattesen if he knew David Henderson, but he didn’t. I hired Henderson to work with me for a little over a year at my first Internet company, Hotpaper.com, Inc., and his next job was at Commerce One.
While researching this post, I discovered that Commerce One is still in business, though it’s an invisible shadow of its former self. Congratulations to the team for staying in business given the turmoil along the way.
Matthesen entertained me with crazy stories of the stock price of Commerce One shooting past USD $1,000 per share and then collapsing to zero. Matthesen advised the Commerce One CEO to ‘buy something big’ of real value, but his advice was rebuffed. The companies Commerce One could have bought at the peak of its power as a public company are still large household names deeply embedded into the daily fabric of the planet.
Matthesen told me he managed his personal finances during that crazy boom time such that he could pay his Alternative Minimum Tax bill, when his colleagues and friends were going bankrupt over their huge AMT bills in the many millions of dollars.
Young entrepreneurs in today’s boom may not be familiar with how unfair United States tax policy was during the first boom. If one exercised stock options but didn’t sell the stock right away, there was a big risk that the stock would go down by the time you sold the stock. The AMT tax was applied to the paper gain you made when you exercised the stock, and if the stock collapsed before you could sell it, you still owed tax on the paper gain. Think of the devastation if you had a USD $100,000,000 paper gain and the stock dropped to zero before you sold it. You would owe AMT tax on the $100,000,000 even though you never touched the cash.
I haven’t paid much attention recently to this AMT trap, and I never got caught in it when I sold Hotpaper, as I never held options, just common stock.
I learned from Matthesen that the AMT trap in 2009 was partly fixed, retroactively. People who were ensnared in the early 2000s were able to apply for relief and get huge sums back from the United States Treasury.
I don’t want to take on the responsibility to accurately summarize the tax relief, so I direct you to this article on the subject.
I spoke with Matthesen for less than an hour, and mostly we shared war stories. After I interview Boaz Ur of HARBO, I’ll likely have more to say. Until then, have a look at the pictures I took of Matthesen at the conclusion of our conversation, above.
It was 10 years ago today that a mobile product I helped create — Mobile Office — won a CNET/PC Expo award.
To commemorate the day 10 years ago I wrote the blog post Mobile Office, a product I helped create, wins CNET/PC Expo Best Business Solution Award.
I wrote the post as I would likely have written it 10 years ago, so I assigned it a publication date of June 28, 2001. I disclosed that fact in an afterword at the bottom of the post.
I am writing this brief additional post to alert you to the ’10 year old post’ that you probably would never see otherwise.
Hotpaper’s technology was incorporated into the new owners’ product line. The new product is called Mobile Office. One of the features of Mobile Office gives users the ability to perform sophisticated document assembly on a Palm or Blackberry PDA. To my knowledge Hotpaper invented and was the first to reduce to practice document assembly solutions for mobile devices.
I created the first prototype for mobile document assembly in about 1998 when I attached with Velcro hook and loop fasterner material a Ricochet Internet service radio to the bottom of my Palm III non wireless Portable Digital Assistant. I used the HandWeb web browser to access a stripped down website document assembly website I built. I used Microsoft Word ’97 running on the web server for core document assembly functionality. Word mail merge fields are very powerful. If/then/else blocks may be nested 10 levels deep, for example.
My prototype worked fine and was reliable, but it was painfully slow.
The Ricochet wireless data network my radio could connect to operated at best at 28K, but I suspect it was more like 9.6K on a normal day. I demonstrated the handheld assemblage to my friend Jerry Engel, the Executive Director at the Lester Center for Entrepreneurship and Innovation at the Haas School of Business at the University of California at Berkeley. His office is in a huge concrete and steel building, so the network was even slower than normal, but when I stepped into the hallway it worked, and I was able to draft a nicely formatted Microsoft Word document with embedded graphics and email it to Engel, all wirelessly. I recall he was impressed. Not long thereafter, Engel joined the board of advisors for Hotpaper.
I relate this early history to show how long I’ve been fascinated with mobile productivity solutions.
I am proud that an idea I conceived of years ago is now a polished commericial product sold by a noteworthy public company that’s a leader in wireless connectivity solutions.
I am particularly proud that today both CNET and PC Expo have voted Mobile Office the Best Business Solution of 2001. Here’s a screen shot of the press release, to guard against the story being deleted in the future.
Mobile Office has a lot of features, and my technology is only part of the overall offering. But I think it’s fair to say that Mobile Office would not have won this award if not for my technology, because my technology is the unique feature that makes you take notice — being able to complete richly formatted Word documents pages in length using a small handheld device like the Blackberry. To my knowledge, there is no competing service in the world today.
I wrote this article June 28, 2011, ten years after the date that appears on this article.
I wrote this article to commemorate what was big news for me in 2001. To learn more about my sale of Hotpaper to GoAmerica, please read Hotpaper, my first Internet company gets acquired, published in 2011.
I hadn’t thought much about the CNET win until June 27, 2011 when I was telling my friend Kevin Casey about the history of Hotpaper. I didn’t notice today marks the 10 year anniversary of the CNET win announcement until I was nearly finished writing the article. What an astounding coincidence.
Thank you to GoAmerica’s Joe Korb for suggesting to me late one night in May 2000 that GoAmerica acquire Hotpaper.
GoAmerica is still in business but is now known as Purple Communications. Purple is a leading provider of communications services to people with hearing disabilities.